Corporate Social Responsibility:

Perceptions of Indian business

for
entrepreneurship
people, planet and profit
Corporate Social Responsibility: Perceptions of Indian Business,
Centre for Social Markets, July 2001
Published by the Centre for Social Markets
London/ Calcutta July 2001
www.csmworld.org

Research & Compilation: Kate Brown

Editing: Malini Mehra

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
 CONTENTS

PREFACE 1

I. INTRODUCTION 2

II. OVERVIEW OF RESPONDENTS 2

Industrial sector 2
Size 3
Geographic presence 3

III. POLICY AND REPORTING PROFILE 4

IV. CORPORATE CITIZENSHIP: 4

WHAT DOES IT MEAN?
Nothing much 5
Commitment to society 5
Responsibility to stakeholders 6
Labour 6
Environment 7
Education 7

V. BUSINESS AND SOCIAL PERFORMANCE 8

National wealth 9
Employment 9
Training 9
Environment 10
Social programmes 10
Unusual expressions 11
Action beyond words? 12
Do we need more? 12

VI. BUSINESS AND THE ENVIRONMENT 13

Minimize pollution 13
International accreditation 14
Reducing waste at source 14
Thinking Green beyond the plant 15

VII. COMPANY STAKEHOLDERS (GRAPH A) 15

VIII. CHANGING ATTITUDES? (GRAPH B) 16

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IX. BUSINESS SUCCESS: WHAT DOES IT TAKE? 18
Bottom-line smarts 18
Commitment to stakeholders 19
Good labour relations 19
Top management 20
Corporate Social Responsibility 21

X. IS THERE A LINK? CORPORATE CITIZENSHIP 21

& CORPORATE MIGHT

XI. BUSINESS OBSTACLES 22

Do or die 22
Short-term thinking 23
Government 24
Corruption 25
Unprofessional management 25
Lack of ethical values 25

XII. EXEMPLARY COMPANIES 26

Admirable business strength 27
Social responsibility leadership 27

XIII.INDIVIDUAL MERIT 28
International scene 28
Business smarts and hard work 29
Great humanitarians 29

APPENDIX - I 31

10-QUESTION ATTITUDE SURVEY 32

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 1

PREFACE
Corporate citizenship may be a new term, but it is not a new concept.
Nor is it alien to developing countries. In 1965, the then Prime Minister
of India presided over a national meeting that issued the following
declaration on the Social Responsibilities of Business:

“…[Business has] responsibility to itself, to its customers, workers,

shareholders and the community ... every enterprise, no matter how
large or small, must, if it is to enjoy confidence and respect, seek
actively to discharge its responsibilities in all directions ...and not to
one or two groups, such as shareholders or workers, at the expense
of community and consumer. Business must be just and humane,
as well as efficient and dynamic”.1

Business is facing challenging times world-wide. Increased

competition and commercial pressure are combining with rising
regulatory standards and consumer demand to create a whole new
playing field for business. Traditional expectations of business are
also changing. It is no longer enough to simply employ people, make
a profit and pay taxes. Companies are now expected to act
responsibly, be accountable and benefit society as a whole.

This is the new agenda of corporate social and environmental

responsibility (CSER) or corporate citizenship. From a trickle, it has
become a wave sweeping boardrooms across the world. Astute
business leaders have been quick to embrace this new ethos spotting
its potential for ‘triple bottom line’ benefits: profit for the economic
bottom line, the social bottom line and the environmental bottom
line.

But what does corporate citizenship mean for modern Indian

business? How are Indian businesses interpreting the new language?
How are they responding and how can they provide leadership?

This survey attempts to answer these questions and provide insight on

the self-identified needs, and solutions, offered by Indian business.

The survey has been conducted by the Centre for Social Markets (CSM),
a UK and India-based non-profit organisation dedicated to promoting
the triple bottom line and accountability in commercial and public life.
1
Quoted in Mohan, A. Journal of Corporate Citizenship, Summer 2001

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I. INTRODUCTION

This report presents a broad brush picture of modern Indian business’

perceptions of, and attitudes towards, corporate social and
environmental responsibility (CSER) based on a survey conducted
by CSM in Spring 2001. Companies surveyed were asked for both
their impressions of corporate citizenship / corporate social and
environmental responsibility, as well as detailing any policies or actions
being taken in these areas. Companies were surveyed on general
business issues such as: What does it take for a company to be
successful? What obstacles and challenges exist? Does corporate
social responsibility relate to success? Finally, the survey asked
respondents to list their most admired companies and business people
in an attempt to see what values are at the basis of the modern Indian
business agenda. (The survey is included as Appendix I.)

This report is not intended to be comprehensive. It is merely a modest

attempt to provide some insight into modern Indian business and
corporate citizenship. The information provided by survey respondents
provides an overview of the corporate citizenship agenda – whether
and how aspects of this new business agenda have been picked up
in India. It is hoped that the survey results will be used as a base of
information for further thinking and discussion.

The survey methodology was quite simple: the survey was designed
in-house at CSM and sent by e-mail to a cross section of Indian
industry. Companies were selected from CSM and partner
organizations’ database and an Indian business directory website
(Indiamart.com). Companies surveyed ranged in size, sector and
geographical location. No company was specifically targeted because
of its image or social/ environmental record.

II. OVERVIEW OF RESPONDENTS

Industrial sector

Responses were received from companies in the following range of

industrial sectors:

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Management Consultancy
Information Technology / Software Development
Finance
Engineering
Chemical Industry
Construction Industry
Power Generation
Manufacturing
Handicrafts/Textiles
Service Industry

Size

While there was variety in the size of the companies that responded
to the survey, large companies made up the largest percentage of
respondents. 28 per cent listed their company as Small (1-50
employees), 6 per cent as Medium (50-100 employees) and 61 per
cent as Large (100+ employees). (The percentages do not total to
100 because of information missing from one respondent.)

The annual turnover of companies ranged from 1800 Crores (1800

million rupees) at the high end to 35 Lakh (3.5 million rupees) for the
smaller companies.

Geographic presence

Respondents were asked whether their company had a state-wide,

national, regional (South Asian) or international geographical
presence. 35 per cent of respondents to this question said their
company had a state-wide presence, 53 per cent had a national
presence and 47 per cent had an international presence. Percentages
add up to more than 100 because respondents were able to list more
than one area of presence. For those countries with international
geographic presence, the following countries or areas were listed:
USA, UK, Ireland, Europe, South America, Asia-Pacific, African
countries, South Africa, Australia, Canada, Singapore, and China.

Companies were asked to state their primary market. While 11 per

cent did not respond, of those that did 19 per cent had a domestic
only primary market, 31 per cent were export only companies, and
50 per cent had both national and international markets for their goods
and services.

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III. POLICY AND REPORTING PROFILE

The survey asked respondents to identify areas in which they had a

company policy. The following table shows the percentage of survey
respondents with policies in the given areas (listed from most to least
commonly cited policy category):

POLICY CATEGORY PERCENTAGE OF COMPANIES

WITH POLICY IN LISTED AREA
Corporate Governance 59
Environment 53
Occupational Health and Safety 53
Education 47
Social Welfare 41
Anti-discrimination (women / men, 35
caste, religion, etc.)
Community Development 29
Workers Rights / Child Labour 29
Human Rights 12

When asked whether companies report on any of the above issues in

their annual reports, 24 per cent said they did not, 35 per cent said they
did, and 41 per cent did not answer the question.

Of those who did report, the reasons given were that it was a “requirement
of Company Law”, “Directors find it necessary to inform the shareholder”,
and “[these policies] have a reflections on result”.

As a note to readers, in our use of quotations we have not made

corrections to spelling or grammar.

IV. CORPORATE CITIZENSHIP: WHAT DOES IT MEAN?

The survey began by asking whether the terms ‘Corporate Social and
Environmental Responsibility’ (also referred to as CSR) or ‘Corporate
Citizenship’ mean anything to the respondent. If so, what? And, what
relevance do they have for the respondent’s company?
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Nothing much
Eleven per cent did not answer this question. Of those that did, one
in eight stated that corporate citizenship or CSR did not mean much
to them. One respondent said that “[CSR has] little relevance to our
company. We do not pollute and we do provide employment.”
Another implied that CSR is at most a secondary consideration, after
business needs have been met: “Needless to say owing to fierce
competition the society cannot be divorced from the main stream
activities of business. Our abiding mission is to create value for our
customers, shareholders, employees and society at large…”

A couple of other responses, it could be argued, referred more to

traditional business values and trickle down theories than to the new
agenda of corporate citizenship. By traditional values, we mean make
profit, be law abiding and pay taxes. The following examples hint at
this traditional mindset: “Information Technology is the backbone for
progress of any society at present. Our company contributes to this
aspect by delivering quality products and services in the field of IT.”
Also, “to us the meaning of Corporate citizenship means that we
strive to give the best possible quality, price & range of products to
our customers, at the same time look to the welfare of our workers
and operate our business within the framework of the law of our
land.”

Commitment to society

Having outlined the responses that did not connect with the new
business agenda of CSR, there were many that did.

Corporate Social Responsibility was most commonly understood or

referred to by respondents as a commitment or obligation to society.
Fully 56 per cent of those who responded to this question made a
link between community responsibilities and corporate citizenship.
As one respondent sums it up: “Corporate citizenship means being
a responsible and contributing member of society”. Another said,
“[A] Corporat[ion] is an integral part of the Society. It builds the good
corporate citizenship character and culture. Finally, it helps to build
a good society.” Further responses included: “[Corporate citizenship
means we have an] obligation towards our society … each of us
need to do our best to contribute in whatever small way we can to
make this world a better place to live.” And, “We believe a company
is run ultimately for the purpose of adding value to the society.”
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Some companies outlined their corporate citizenship responsibilities

in a variety of areas:
“Yes, The leadership is committed to serve the society as contributor
towards infrastructure development and also as a corporate citizen.
[Our company] remains concerned about both its employees and the
community as a whole regarding the impact of its processes and
service on the current and future state of the community.”

“‘Corporate Social and Environmental Responsibility’ means to me

business policy and decision making linked to ethical values,
compliance with legal requirements and respect for people,
communities and the environment. Having over 30 years of experience
in the capital market with dominant presence in all the three major
bourses and in business areas, our organization believes that the
bottom line benefits are positively correlated to the social and
environmental responsibility. Our philosophy has always been to follow
or exceed ethical, legal, commercial and public expectations of society
has of business. We have always been pioneers and setting examples
to others. We have always contributed to the social cause and
welfare.”

Responsibility to stakeholders

One in eight respondents defined corporate citizenship as their

responsibility to stakeholders. “Yes, It is important for us to be good
corporate citizens and extend the benefits that accrue from our
Business to all our Stake-holders (defined as “Interested Parties” in
ISO-9000;2000), i.e. Customers, Suppliers, Govt bodies, Society at
large and employees (we call them our Associates). This will help us
grow further in the eyes of Society.” Another respondent suggested,
“the corporate citizenship is being understood as commitment of duties
and responsibilities towards its stake holders i.e. customer,
shareholder, employee, Government, Environment Health and safety.”

Labour

Just over one in three respondents mentioned their responsibilities to

labour or their workforce as an element of responsible corporate
citizenship. Corporate citizenship means “concern about employees”,
“look to welfare of our workers”, and “[provide] the employees (both
direct and indirect, i.e. contract labors) … with social security benefits
(like PF, ESI, Insurance, medical, etc.)”

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Environment

Interestingly, fully 44 per cent of respondents referred to their

responsibilities to the environment in their definitions of corporate
citizenship. “What I understand is that as citizens of a country, we
have certain obligation towards our society, and the environment we
are living in and are leaving behind for the next generation.” “Our
company is committed to ensure a clean and healthy environment.”

Some respondents mentioned specific actions they are taking as

socially and environmentally responsible companies. “The Company
being a part of the Society has a responsibility towards society and
environment. Capital expenditure has been incurred by the Company
to ensure that all effluents and emissions are pollution free. Foliage
and gardens occupy 1/3 rd of the total factory area contributing to a
green environment.” “Industrial Houses do plant trees and maintain
parks thereby providing for greenery. But they should also make
proper arrangement for disposal of their industrial waste. The black
smoke belched out by the factories do pollute the environment and
we are not aware how this problem can be solved. In our unit, we
provide well ventilated working place for our employees, see to it that
the rubbish is disposed of without polluting the surroundings. The
vehicles engaged for transportation of our products are regularly sent
for Auto Emission Test and have the Pollution Under Control
certificate.”

Another respondent mentioned management tools related to

corporate environmental responsibility: “[we] promote the use of
management tools such as environmental assessment, life cycle
analysis and total cost accounting to help organisation to identify and
select opportunities for improvement [and we] encourage
transparency through corporate socio and environmental reporting.”

Education

Education was another area addressed by a couple of respondents

in describing their understanding of corporate citizenship. References
were made to the important role corporations can play in training,
and in building societal awareness about critical public health and
social issues. “Local families have been trained and supported and
they have become suppliers to the company, thereby generating

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downstream source of income in the society.” Another suggested,
“Our activities are directly committed to corporate social and
environmental responsibilities. There are the illustrations: Corporate
Social & Env. Responsibility : Training courses are conducted for
industrial people with an objective of improving quality of their
products. In addition, fresher get employment to industries through
our courses. We also conduct EDI program participated in slum
children education which have societal effects … in term of
employment, quality improvement of industrial products and finally
community development.”

Another respondent stated, “we believe that the Corporate sector

should co-operate with the Government to impress upon the common
people the importance of education, cleanliness and hygiene,
vaccination, population control (in underdeveloped countries). This
they can do through distributing leaflets, opening schools for the
children of poor, providing the poor with medical facilities and so on.
Common people are influenced by the Corporate sector (we are of
the opinion). Hence this sector can and have work/worked for the
advancement of the society.”

V. BUSINESS AND SOCIAL PERFORMANCE

The second survey question focused on the social responsibility of

Indian companies. Respondents were asked to explain what they
saw as the social responsibility of their company. They also were
queried on whether their company was living up to its responsibilities,
and whether they felt more societal and business awareness of social
responsibility was needed.

A quotation from one respondent provides a nice overview of variety

of ways companies feel they make a societal contribution: “[The
company’s] social responsibilities include generation of employment
opportunities, contribution to Gross National Product and national
wealth, control of pollution, to provide a safe working environment
etc. We strive to achieve these goals. There is of course room for
improvement, which is possible through continuous awareness
programmes.”

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National wealth

A couple of respondents referred to the contribution of their company

to GNP and national wealth as a social responsibility. “The primary
social responsibility of a company should be to produce prosperity
through creating value. Prosperity should in turn support social
improvement.”

Employment

Somewhat related, a sizeable 39 per cent of respondents referred

to their social responsibilities as employers – the creation of
employment, developing proper promotional and training
opportunities, and ensuring good working conditions. One company
stated, “we should create proper work environment for our
employees. We should also ensure proper opportunity of employment
for deserving candidates in society”. Another respondent said that
an important social responsibility of their company was “giving a job
/ career opportunity to the workers, giving an opportunity to the
deserving workers to move up in career”.

There was also a mention made of the important social role

companies can play in integrating workers (the unemployed) after
appropriate training. “There are hundreds of millions of unemployed.
The only suitable solution to this problem lay in the hands of business
community since it was businesses, that created jobs and through
wealth that could help the poor out of their misery and provide them
with an opportunity for advancement. Our role is not limited to
economic results. We also played a part in making democracy work
by helping individuals towards control over their destinies as they
became self-sufficient.”

Training

A number of respondents specifically referred to training, and

broadening society’s awareness to the need for training, as a social
responsibility of their company. One company stated that it “…is
trying to fulfill social responsibilities which in turn will help the weaker
community of the society. In fact, it is acting as a leader in the HRD
Management. We feel that in India the needs for training had not
reached to the grass root level. We have to do a lot in this issue.”

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Another company explained how they are fulfilling their social
responsibility: “Our company is engaged in various programmes on
an ongoing basis, for the improvement of the socially backward and
poor sections. We conduct training programmes for certain skills
required in our business in our factory. Those showing good aptitude
are absorbed in our company.”

Environment

Just over ten per cent of respondents suggested that their companies
had a social responsibility to the environment through the “control of
pollution”, “better and efficient utilisation of fossil fuels to conserve
scarce resources…[and] consumer education on energy conservation
and electrical safety at home”.

Social programmes

Approximately half of the survey respondents stated that they have a

responsibility to help with social problems in India. Some of the
responsibilities cited in this area were extremely vague but heartfelt,
with references to providing for the well being of all people and one
respondent stating that the company should ensure that “ordinary life
is given descent place and environment.” One company suggested
that it had a responsibility to “see[] what others don’t see at first -
either goods or service or how to provide these in such a way to
improve well-being of others.”

Several respondents, however, made more specific references to ways

in which they contribute to societal development through educational,
health and social projects.

“The social responsibility of any organization centres on support

towards health, education, infrastructure development, self
employement generation etc and we are continuously fulfilling our
responsibility on these dimensions. The necessary support for an
ICCU in a nearby hospital, eye camps, family planning programs, etc
are being organized on regular basis. Apart from maintaining a
secondary school, support is being extended in various educational
development programs of the district. Definitely there is a need for
greater awareness on these issues in industries.”

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A lengthy answer by one respondent referred to the dire poverty that
exists in India, with the unsafe state of drinking water, schools with
no roofs or toilets, and no health care in most villages. The
respondent states that “industry should not forget about their own
obligations to society, particularly to the under privileged who are
walking past with trepidation, [and that] … Industry should scud to
ameliorate the conditions of above people which is a part of their
social obligation. Definitely, concerted efforts of the industry can
give safe drinking water to the thirsty poor people who are even
below the poverty line, [and] … survey these schools and extend
help by completing the buildings/ structures”. The respondent goes
on to say that “Industry should do this for their own existence, [and
that] … some organisational pettifogging attitude is no doubt causing
hinderance in the planned development.” It is worth noting, however,
that this particular respondent may not have been referring to the
social responsibilities of his/her company but to those of Industry’s
in general.

Another company stated, “[our] company has created a Charitable

Trust with objectives to uplift the standards of living of the
downtrodden and to support them and teach them to sustain their
livelihood independently.”

Respondents also referred to their responsibility to increase societal

awareness of social problems. “Looking at the domain of services
of our company, the social responsibility of bringing in awareness
among public regarding social reforms and practices does lie with
our company [] to a considerable extent”.

One company interestingly made note of its policy of “supporting

financial vehicles and institutions that invest in the communities where
[it] does business”, as a form of social responsibility.

Unusual expressions

A couple of responses were notable as unusual expressions of social

responsibility. One respondent stated that their business of hand
made paper making was socially responsible in and of itself because
the company helps the environment by not cutting trees. Another
referred to the competitive prices and quality of their product as their
social contribution. “Despite competition and increasing costs, our

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products undergo strict quality control measures. Nevertheless, our

prices are competitive. Though we are all here to make money, profit
should not be our chief motto.” “Paying of all levies as per the law”
was mentioned as one part of a particular company’s social
responsibility.

One response that was somewhat difficult to understand was as

follows: “The social responsibility of our company is to design values-
based, globally consistent programs that give employees a level of
ethical understanding that allows them to make appropriate decisions,
even when faced with new challenges.” This respondent went on to
say that one of the “cardinal virtues of business through which things
are done to serve the needs of society [is]…practical realism : A
distinctive quality of business people who have at least distinction
between the danger and opportunities.”

Action beyond words?

A number of respondents missed the second part of the question

where the survey asked whether companies are fulfilling their social
responsibilities. Of the 44 per cent who addressed this part of the
question, every respondent said that they were either fulfilling it or
were working to fulfill it. Some respondents stated that they were
doing what they could within their means and/or that they had more
to do.

Do we need more?

Similarly, the response rate to the third part of the question was 56
per cent. Respondents were asked whether there was a need for
greater awareness of social responsibility issues. Interestingly, one
in five respondents said that there was no need for greater awareness,
although they did not elaborate with an explanation. Eighty (80) per
cent said that greater social awareness was needed, although for
the most part it was not clear whether they were referring to corporate
awareness or societal awareness more generally. “We do feel in
India, there is a need for greater awareness of these issues.” “In
India, we are observing that whatever little social obligation industry
is discharging, is in and around their individual profitable areas and
in this process four Eastern States like Arunachal Pradesh, Nagaland,

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Mizoram, Meghalaya, Manipur, Tripura are completely neglected.
Healthcare, education and industrial development of these areas
have to be worked upon.”

VI. BUSINESS AND THE ENVIRONMENT

Information from this survey suggests that Indian companies

generally are aware of environmental issues around waste and
pollution control. The responses demonstrated that companies feel
the greatest responsibility to the environment in terms of their direct
waste output. Fewer respondents mentioned taking broad actions
to attempt to influence suppliers, clients or employees outside of the
work place.

Half of the companies surveyed reported having an environmental

policy, and approximately five out of six respondents demonstrated
some consideration for the environment. The responses ranged
from general statements that greater awareness of environmental
issues is needed in society, to highlights of companies’ specific
environmental policies. While some respondents did not answer
this question, no one stated that business does not have a
responsibility to the environment. At the very least, we may be able
to conclude that western expectations of business to be
environmentally responsible have permeated Indian business culture.
To put it more directly, no respondent dared state that the job of
business is solely to make money with no regard for the environment.
One respondent stated that it makes good business sense to protect
the environment … “even in the third world countries”.

Minimize pollution

Five out of nine of the overall pool of respondents and nearly all the
manufacturing companies stated that their environmental
responsibility was to minimize pollution to the surrounding community,
and to properly dispose of waste. Some companies mentioned the
need to develop less polluting machinery and production processes.
“[Our responsibility is] to replace polluting technology with cleaner
production process that minimize pollution intensities and reduce
pollution at source.” As one respondent succinctly put it, “Our
responsibility is to ensure that the air, sound and water are not polluted
by our wastes. Necessary regulatory measures are adopted to fulfill
these goals.” Another company stated, “Our environmental

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responsibility lies in not littering our surroundings and arrange for
proper disposal of our rubbish. We do take care of this aspect. Indeed,
there is a need for greater awareness of such an important issue.
Don’t we all want a pollution free environment? If so, we should
definitely do our best towards the achievement of such a goal.”

There were several very sophisticated responses where it is difficult

to know how much of the lingo has been translated into action. One
respondent stated: “Our continuous endeavor is to manufacture our
products through processes that have as little impact on the
environment as possible. We maximize ways to preserve the
environment through state of the art technology and a personal
commitment to reduce waste in all forms.”

There were also more simple responses: “We are into hand made
paper business, by promoting hand made paper we are saving tree
and help our environment by not cutting trees. We believe that every
corporate should have social and environmental responsibility.”

International accreditation

Eleven per cent of respondents said that their company had qualified,
or was about to qualify, for the internationally recognized ISO 14000
certification, where the environmental impacts of the company would
be controlled and documented. “In view of the painstaking, strenuous
and sustained efforts undertaken by all of us our unit has become
the recipient of ISO 14000 internationally recognized certification.”
Other companies mentioned other regulatory norms. “As a corporate
citizen, [our company] is committed to ensure that its processes and
service produce minimum impact on the environment. Strict pollution
control measures and monitoring systems are already in use as per
CPCB and WBPCB norms. The organisation is also working towards
greater awareness and implementation of EMS in our generating
stations and other related areas.”

Reducing waste at source

In terms of actions being taken by companies internally, a couple

responses are worth highlighting. While they represented less than
five per cent of respondents, certain companies mentioned cutting

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down on paper usage and disposable dishes, and training or
encouraging their employees to practice conservation in their daily
work lives. One company in the training sector mentioned that it
offers a course in environmental management. “As a software
company, we should try to make our business process as paperless
as possible. We should also produce minimum garbage from our
routine activities. For example we have stopped usage of paper glass,
plates etc. We have also introduced electronic documents as far as
possible in our activities.”

Thinking Green beyond the plant

Most non-manufacturing companies referred to their intrinsically lower

impact on the environment. For example, companies in the training,
financial or consultancy sectors stated that their environmental
responsibilities were limited. However, one response of note stated
that their company (in the financial sector) “could avoid channeling
resources into environmentally unfriendly organisations”. This
demonstrates a broader type of thinking about the environment that
is not seen overall by respondents. No other companies mention
the possibility of influencing source product companies, clients or
their wider community. Most companies in the survey understood
their environmental responsibilities in terms of their direct waste
output.

VII. COMPANY STAKEHOLDERS (GRAPH A)

Question 4 asked respondents to rate their company’s main

stakeholders on a 1-9 point scale. While the respondents ranked 1
as most important and 9 as least important, a reversed scale has
been used in this report (with 9 as most important) in order to convey
the results accurately in graph form (see Graph A). The largest bars
on the graph represent stakeholders that were listed with the highest
importance by the greatest number of respondents. The bars
represent an average of the points allotted to that particular
stakeholder by respondents. Where respondents did not provide a
ranking for one of the stakeholder categories, a low score was
assigned, with the assumption that the stakeholder was not important
to the company. However, respondents who omitted the question
were left out of the averaging completely.

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Customers are clearly the most important stakeholders for the survey
respondents, followed by employees, shareholders and investors
(banks) in that order. The community got a middling ranking, and
unions and regulators were ranked as stakeholders of least
importance. Under the ‘Other’ category respondents listed ‘suppliers’,
‘social organisations/institutions’ and ‘sister organisation’ as
stakeholders of some importance but which were not options in the
survey question.
GRAPH A: Company Stakeholders by Importance
(Averages of 1-9 point scale, with 9 as highest)
8

0
Community

Other/s
Employees

Unions

Regulators (govt. authorities,

Investors (banks etc.)
Customers
Shareholders
Employers

etc.)

VIII. CHANGING ATTITUDES? (GRAPH B)

Question 5 asked respondents whether attitudes to broader social and

environmental responsibility issues have changed in the past few years?

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
 17

Only one respondent answered ‘No’ to this initial question, and two
respondents omitted this question. Of the remaining responses, a ranking
of ‘least important’ was assigned to categories left blank. Respondents
were asked to rank the main factors driving the changing attitudes to
social and environmental responsibility. As Graph B demonstrates,
‘Increasing awareness’ and ‘Reputation’ topped the list, with ‘Community
group pressure’ and ‘Public opinion’ cited as the least important drivers
of change. Under ‘Other’ reasons for changing attitudes respondents
stated that “TV telecasting plays an important part in raising these” and
“It is fashionable to think Green”.

GRAPH B: Reasons for changes to CSR attitudes

(Averages of 1-9 point scale, with 9 as highest)
7

0
Community group pressure

Other/s
Reputation
Domestic regulation

Public opinion
Increasing awareness
Commercial pressures

Rising international standards

Rising domestic standards

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
18

IX. BUSINESS SUCCESS: WHAT DOES IT TAKE?

Respondents were asked to list characteristics that should or do

make up a successful modern Indian company. Ten per cent of
respondents did not answer this question. Of those that did,
respondents referred to a wide variety of characteristics, everything
from product quality to an ethical corporate culture.

Bottom-line smarts

63 per cent of respondents referred to characteristics that broadly

could be called bottom-line smarts. Respondents said that successful
modern Indian companies should:
“watch [their] bottom line,
[be] efficient,
[have] competitive pricing,
[be] internationally competitive,
[have] cost consciousness,
[have] commercial viability,
earn profits, and
contribute to GDP and create wealth.”

Several respondents also referred to the need for companies to be

flexible, “innovative”, “open to change”, and “scouting around for
opportunities” in order to be successful. One respondent referred to
the importance of “risk-taking behaviour” as a condition of business
success. “Awareness of national/international trends in the sector”
can also be important in order to recognize and capitalize on business
opportunities.

Appropriate technological advances were listed as characteristics

for success by close to 20 per cent of respondents. “[It is important
to have] faith in modernization to upgrade the machinery or
processes”.

On the legal side, respondents mentioned comply[ing] with “human

rights principles”, “national and international standards”, and “laws
and regulations” as important aspects of business success. A
successful modern Indian company “should pay all taxes, duties,
etc. without any default.”

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
 19

Many of the companies surveyed referred to a focus on quality and

excellence as a characteristic for success. Just under one in three
wrote about the importance of striving for excellence, or having “a
passion for superior performance”. One answer read as follows: “A
company must be a net wealth creator and add positive value to the
society. It should focus on excellence. Whether in quest for profits
or HRD practices or customer relations the modern Indian company
should not compromise on quality. The philosophy should be ‘If we
do it then we should do it in the finest possible manner otherwise we
should not do it’.”

Commitment to stakeholders

Several respondents used the language of commitment to

stakeholders as a component of a successful company. One
respondent said a successful company needs to “have its focus
concentrated in meeting expectations of its main stakeholders”.
Shareholders were only referred to explicitly by one respondent; the
others spoke generally of stakeholders.

Among external stakeholders, customers were referred to frequently.

38 per cent of respondents mentioned the importance of good
customer relations and a “customer orientation” for business success.
“[Characteristics of a successful company are] a good corporate
citizen with good governance offering goods and services efficiently
and effectively keeping customers in high esteem” stated one
respondent.

Good labour relations

Interestingly, the characteristic that was referred to by the greatest

number of participants was a company’s relations with, or emphasis
on, its internal stakeholders – its workforce. Over 80 per cent of
those who responded to this survey question stated that the success
of a modern Indian company depended on human resource
strengths. Characteristics for success were described as the ability
to “retain and improve on human resources”, and to “ensure that [a
company’s] internal customers (employees) are kept happy.”
Companies “should provide all amenities and social security benefits

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
20
to employees, contractual workers and others.” One respondent wrote
that a successful company has “a belief in training to upgrade the
workers” and knows the importance of a “motivated workforce”. There
were references made to employees being affected by company
values, and to the importance of involving employees in company
decision making. Finally, the potential contribution of “bright young
creative minds and people” was noted as an important ingredient for
business success.

Reference was also made by almost 20 per cent of respondents to

the importance of a healthy and safe work environment for employees.
“[Company] policy should be in compliance to environmental safety.”
“Well ventilated production floor [and] regular maintenance of the
machineries” are important characteristics.

Top management

A successful modern Indian company also needs to be well managed,

with a corporate culture that promotes integrity. This message was
conveyed by half of those respondents who answered this question.
Respondents referred to “practicing ethical business values”, “value
based management, participative leadership”, and “conduct[ing]
business with integrity and honour” as important conditions for
business success. “Professional management” was mentioned as
a criteria by several respondents. It is important for “[management
to be] agile and informed…[and to] recognize the bottleneck in
infrastructure and find methods to solve them.” As one respondent
summarizes, the role of a successful company is “to contribute to
national wealth, to generate employment opportunities, E-business
and E-commerce, accountable employees, transparency of
Management’s policy, open communication, safe working
environment, concern for society.”

One respondent summed up the importance of community

involvement and value based management in business success by
making a link between corporate culture and employee motivation
and performance. “Companies should use their values as a tool
towards becoming an active member of the community in which they
operate. Such values of the company filter down in a organization.

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
 21
They are believed and adopted by all its members. In companies
with similar profiles, the perception, judgments and the attitudes of
the employees improved performance dramatically. These values
formed a culture that applied to all aspects of an organization.”

Corporate Social Responsibility

Interestingly, over 80 per cent of those who responded to this question
referred to some aspect of Corporate Social Responsibility as an
important characteristic of business success. One respondent
specifically used the CSR jargon, stating that companies should be
“good corporate citizen[s]”, but for the most part respondents spoke
generally of responsibilities to society. They made reference to
environmental considerations: “[the] employment of proper waste
disposal measures”, “not pollut[ing] the environment and creat[ing]
an eco-friendly atmosphere”, “efficient resource management, and
an “awareness/commitment to … environmental courses.” A
successful Indian company also should “have concern for society”,
“contribute however or wherever it can to the community or society at
large,” and “add positive value to the society”. It is important for
companies to “generate employment opportunities”, and “provide
downstream income generation”. “Success of an organization is now
largely depends upon the strong foundation of value creation not only
for customers, shareholders, stakeholders, but also for employees
and society at large.”

X. IS THERE A LINK? CORPORATE CITIZENSHIP & CORPORATE

MIGHT
The following question in the survey asked respondents whether the
characteristics of a successful modern Indian company (listed in
previous section) are related to a company’s social and environmental
performance.

Every respondent to this question said yes, they are related. The
majority of respondents said or implied that they related without
question. Of course, it is worth noting that the survey related to
corporate social and environmental responsibility, and respondents
would have known that a ‘yes’ was the “politically correct” answer, so
to speak.

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
22

Interestingly, a few of the “yes” responses seemed to be conditional.

For example: “To a certain extent [they relate], yes”, and “Yes, in the
ultimate analysis, they are [related]”. Unfortunately, we do not know
why these respondents only draw a conditional link between business
success and social and environmental performance, as the survey
did not ask a follow up question.

The following responses are worth noting: “[It] should very much
form a part of the company’s focus points [to]…contribute however
or wherever it can to the community or society at large.” “All the
characteristics [necessary for a business’ success] are directly or
indirectly related to social causes.” “As a positive wealth creator
and through value addition a company must discharge it’s full range
of social and environmental responsibilities as a good corporate
citizen.” “Some items provide positively to social and environmental
performance. A healthy Company will have healthy employees who
in turn will have healthy families. This will lead to a healthy society
free of corruption, dishonesty and other malpractice.” “It needs no
reiteration that unless and until the value creation is being pursued
on holistic basis survival will be difficult in the era of globalization.”
“[The characteristics for business success] are definitely related to
our social and environmental performance. All our policies have
reflections in our commitment to the society.”

XI. BUSINESS OBSTACLES

The survey presented some interesting findings about the inherent

obstacles to increasing the success and improving the values of the
Indian business sector. While respondents predominantly focused
on obstacles rather than possible solutions, there were a couple of
interesting ideas for change presented.

Do or die

By far the most common obstacle cited by respondents was intense

market competition and pressure. Over 60 per cent of respondents
mentioned some aspect of the market as an obstacle to becoming
a successful business, and to improving their social and

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Centre for Social Markets, July 2001
 23
environmental performance. Direct reference was made to the
“unsound economic conditions of the country”. “There is huge
pressure to survive or perish.” Respondents mentioned the problem
of rising costs, insufficient product quality and insufficient
diversification as factors standing in the way of increased success
for Indian businesses.

They also mentioned the challenge business faces in remaining

sufficiently flexible and adaptable, and in finding enough new clients
and markets to survive. As one responded stated, “The need of the
hour for any organization is to remain flexible enough to adjust quickly
to attune to changed market conditions. Lean and thin enough to
beat competitor’s price and innovative enough to keep products and
services technologically to deliver maximum value to each and every
customer.” “The success of any enterprise over the long-term depends
heavily on its willingness and ability to adopt to changing
circumstances.”

There were direct references made to global competition and

dependence on foreign markets: “[one obstacle is] international
competition particularly from china and south east Asian countries”;
“[another obstacle is] dependence on outside market to fulfill one’s
aimed targets.” One possible interpretation of these responses is
that business has to do so much to just survive in today’s global
economy that it is difficult to improve its corporate citizenship record.

Other more sporadic obstacles to business success mentioned

included:
“availability of the right skill sets to meet its target;
backdated human resource;
social obligation;
trade union[s];
unhealthy working conditions;
environmental safety;
lack of technology upgradation.”

Short term thinking

Over ten per cent of respondents mentioned the short-term thinking

of business as an obstacle to developing social and environmental
performance - in other words, the get-rich-quick mentality. “Most

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
24

companies are opportunistic with the aim to make quick profit in IT

corner, rather than aim for sustained and improving performance.”

Interestingly, more than one in three respondents stated that the

mind set or awareness of both business and society is an obstacle
to this new corporate responsibility agenda. “[There is a] lack of
awareness among common people who are usually impressed by
advertisements.” One possible interpretation of this statement is
that business will not benefit economically by investing in improving
social and environmental performance because consumers as a
mass are wowed by slick advertising. Perhaps more education is
needed to increase the awareness of CSR for both business and
consumers before there will be an incentive for business to get on
board. Over a quarter of respondents suggested that mind sets
need to be changed over time through education. One respondent
succinctly put it: “Mind-sets take time to change. Continuous
awareness and training is the answer. Implementing ISO:9001:2000
and ISO-14001:1996 is an excellent Change Intervention.”

Government

The state broadly speaking was referred to by over a quarter of

respondents as an obstacle to successful business. Problems
included unclear, unpractical and poorly monitored regulations, poor
infrastructure, a complicated tax system, and too much bureaucracy.
“The main obstacles, we think, are lenient attitude of the Government
in enforcing Quality control measures.” Interestingly, however, the
state is also criticized for too much interference. “Irresponsible &
unpractical government regulations in sector that are best left to
private hands, keeps the government to busy to understand the
difficulties of an average small businessperson whose capabilities &
spirit is being choked due to the lack of infrastructure.”

The overall message seems to be that there is a problematic “[un]level

playing field” for business in India, an one respondent expressed it.
Suggestions for overcoming these obstacles focused on what was
needed, not so much on how it could be accomplished: provide better

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Centre for Social Markets, July 2001
 25
infrastructure and an “easy tax system”, create “well-defined
regulations and enactments,” reduce bureaucracy. One respondent
suggested that seminars and publicity could help increase awareness
about the importance of a level playing field for business, and that
“government initiatives [are needed] to reduce bureaucracy”.

Corruption

There were also references made to cleaning up the corporate

governance structure and clamping down on corruption in India.
Broad frameworks on corporate governance should be developed
and followed. And, “…penalties for non-compliance should be strictly
implemented.” “Benefit from corruption should be reduced. This is
to be done by flattening the tax structure and reducing exclusive
authority on Govt.agencies.”

Unprofessional management

One in six respondents mentioned the affect of poor management

on corporate culture, referring to the “…lack of motivation among
employers [and] non pragmatic management,” for example. Another
respondent felt it was problematic that “Indian companies are still
managed by family members.” To overcome these obstacles
respondents suggested that management take initiatives to improve
corporate culture: “Management should be positive and growth
oriented.” “Indian companies should be managed by professionals.”
“[A] healthy relationship [is needed] between trade union and
management.” One respondent offered the following as a suggestion
for improvement: “Involvement of employees in decision-making
processes, job enrichment, respect for employees.”

Lack of ethical values

A similar number of respondents said that ethical business values

are not a high priority in India. This is an obvious obstacle to the
CSR agenda. To overcome this problem, India needs to “develop[] a
culture for imbibing ethical values into our system.” Another
respondent suggested that “appropriate entrepreneurship will develop
through appropriate international business pressures.” Overcoming
these obstacles “…involves fundamental changes in the business
culture along with major changes in the educational system and other
aspects of life in India.”

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26
XII. EXEMPLARY COMPANIES

Survey respondents were asked which companies they considered

to be models in their sector both in India and internationally. Over a
quarter of respondents did not cite companies, either skipping over
the question or answering the question with “none, n/a”. Just over
10 per cent of companies said that their own company was the model
or the best of the sector and did not list any other companies. “We
like to believe that we are the role-models for others in our Sector.
Our competitors bench-mark their performances against ours.
Sounds pompous, I know, but, I rather play safe in answering this
Question, therefore the cryptic reply.”

The following companies were listed as models by the survey

respondents. Of note, Infosys, Tata and Wipro were mentioned
multiple times as models. The other companies were listed once
each.

Birla Group of companies

BSES (Bombay Suburban Electric Supply)
DSP Merril Lynch
Hindustan Lever
Infosys
ITC (Indian Tobacco Corporation)
Larsen & Toubro
MahindraBT
Mitsui
NTTF
PriceWaterhouseCoopers
Reliance
Tata
Tata Consultancy Services
TISCO (Tata Steel)
WBPDCL
Wipro

Internationally:
IBM
EDS
Goodyear
Conagra Inc. in USA.

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Centre for Social Markets, July 2001
 27
Siemens training institute, Germany
R&S, Germany
Cisco Systems
Motorola
Microsoft

Admirable business strength

Respondents chose model companies in their sector on the basis of

a variety of reasons, both economic and social. On the pure business
side, companies were admired for cost competitiveness, outsourcing,
developing a niche market or a brand, management expertise,
technological strength, producing value for shareholders – basically,
for being well established companies.

Some interesting quotations from survey respondents follow: “Model

companies in our society means an organization which is committed
to the well being of its stakeholders… companies who are constantly
creating value for the stakeholders.” The respondent included Tata,
Wipro, Infosystems, Reliance and Birla Group of companies as
models under this criteria. Wipro and Motorola were admired by
another respondent for “their very focussed drive on a technology
driven vehicle”, and “Cisco because of their extremely successful
management of multifarious activities through outsourcing and other
tools.” Tata Consultancy Services and Infosys were admired “for
their well established processes in all areas and the ability to project
them as successful companies”. And, Microsoft was chosen for “its
ability to establish its products as the most user friendly”. A more
specific example came from a respondent for an Indian training
company, who cited two German training institutes as top notch
because of their excellent technological courseware, and their close
connections with industry.

Social responsibility leadership

Only 18 per cent of those who answered this question, or just over
10 per cent of all survey respondents mentioned social criteria in
their evaluation of model companies. WBPDCL and BSES were
admired by one respondent because “they have established
themselves as leader by their technological and human prowess
and concern for their own employees as well as the society, in terms

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
28
of economic development, community health, waste management,
et al.” A training institute also was chosen as a model for “giving
training to unemployed people” among other reasons. It is interesting
to note that Tata, Infosys and Wipro were chosen only for their
traditional business leadership. No mention was made by any of the
respondents of their notable records on corporate citizenship issues.
(Although “Tata group people” were mentioned for their humanitarian
approach in the following survey question on most-admired business
people.)

XIII. INDIVIDUAL MERIT

Interestingly, the response rate for this question on most-admired

business people was much higher at 89 per cent, compared with a
60 per cent response rate for the question on most admired
companies (if answers stating their own company only were not
included).

There also was much greater consistency of responses among

respondents to this question, with many points given to the Tata family
(combined for father and son), Mr. N. Narayanmurthy of Infosys, and
Mr. D. Ambani. One out of every three respondents listed the Tata
family and Mr. D. Ambani as most admired, while one out of six listed
Mr. Narayanmurthy, and one out of nine listed Dr.J.J.Irani of TISCO.

Others who were listed once only included:

Sri Kumar Mangalam Birla

Sri N. Krishnamurty
G K Sachdev, Managing Director, Quaker Chemicals
Mr. Tapan Mitra
Mr. Harsh Vardhan Goenka,
Purnendu Chatterjee
Azim Hasham Premji, Chairman & Managing Director, Wipro
Corporation

International scene

Of those business people most-admired on the international scene,

Mr. Bill Gates of Microsoft and Mr. Jack Welch of General Electric
were the only ones listed a couple times by respondents. Those
mentioned on a one-off basis included:

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 29
Mr. Akio Morita
Mr. John Chambers of Cisco Systems
Mr. Lee Iacocca

Business smarts and hard work

The most common reason cited for picking particular business

leaders was a commitment to business and hard work. Especially
admirable were those people who had achieved great things in
business, having started with nothing. “Business acumen” or great
entrepreneurial qualities were listed by two out of every three
respondents who cited reasons for their choices. Respondents also
admired business people who demonstrated leadership, vision,
innovation, technological savvy, shareholder focused thinking, and
innovative human resource thinking.

Dr.J.J.Irani of Tisco was admired by a respondent, “In a sliding steel

industry, he has increased performance, obtained awards and
recognition. Created “Centre for Excellence” in specific units and
rewarded performance. He has humanely provided VRS to over
2000 employees, contributed to the growth of Iron & Steel Industry,
improved Indo-British relationship and was awarded KBE by UK.”
Another company said, “Generally speaking, we admire people who
had small capital but have created business empires by dint of hard
work, perseverence and intelligence.” Mr. Narayanamurthy, Chairman
of Infosys was admired “for creating a company that has shown to
every Indian businessman that it is possible to create a world class
company in India”. “As a businessmen, I admire Mr. Dheeru bhai
ambani because he started with nothing and now he become one of
the top most businessmen of petrochemical products.”

At the International level, Jack Welch of GE was admired “For taking

a company to the pinnacle and being able to maintain that position
for more than a decade”, and John Chambers of Cisco Systems for
“[his] extremely successful endeavour, starting from a zero base.”

Great humanitarians

Corporate social and environmental responsibility was listed as a

reason for choosing most admired business people more often than
most admired businesses - 33 per cent versus 10 per cent. No

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Centre for Social Markets, July 2001
30

reference was made by respondents to Infosys, Tata and Wipro’s

exemplary CSR record, and yet respondents referred to the actions
of several individual business leaders in this area. This perhaps
demonstrates that survey respondents are aware of the importance
of social responsibility thinking but they think of it as an admirable
individual trait and not as part of the new business agenda.

One respondent admired “Tata group people for their humanitarian

approach and for focussing on the PEOPLE.” Another mentioned
Lee Iacocca’s “People Products and Profits formula.” Mr. Tapan
Mitra, Mr. Harsh Vardhan Goenka and Dr. J. J. Irani were chosen
“…because of their imaginative, innovative, leadership and
entrepreneurial qualities but above all, their concern for society and
environment.” Another reference to Shri Tata is as follows: “[admired
for] contribution to poor community. This is particularly applicable to
Shri Tata as by his efforts, poor tribal people of Jamshedpur had
been economically.” Finally, Mr. Narayanmurthy was cited as “a
leader in the true sense and embodies all its attributes. He has a
farsighted vision in relation to national as well as global market and
business. He is a family oriented person with strong values and ethics
with an upright and humble nature.”

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 31

Appendix 1
CORPORATE SOCIAL AND ENVIRONMENTAL RESPONSIBILITY
AN AGENDA FOR MODERN INDIAN BUSINESS?
A SURVEY OF PERCEPTIONS AND ATTITUDES
Conducted by the Centre for Social Markets
Company Profile:
Company Name and Address: ………………………………................
……………………………………………………………………………….
……………………………………………………………………………..…
Name/ position/ contact details of respondent: :…………………..........
……………………………………………………………………………….
Industrial Sector (please specify): ..………………………………………

Company category: Small ….. Medium …. Large ….

(1 - 50 employees) (50 - 100 employees) (100+ employees)
Annual turnover: ……………………………………………………………

Geographical Presence:
State-wide  National  Regional (South Asia) 

International  Please specify country/ countries …………….

Primary market:
Domestic  Please specify which group ……………….......................
……………….....................………………………………………………..
Export  Please specify country/ countries …………………………..
……………………………………………………………………………….

Policy and Reporting Profile

Does your company have a policy in any of the following categories?:

Environment …. Occupational Health and Safety … Social Welfare ....

Anti-discrimination … Human Rights …. Community Development ….
(women/men, caste, religion, etc.)

Workers Rights/ Child labour …. Corporate Governance ….

Education ….

Does the company report on any of the above issues in its Annual Report?
If so, why?

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
32

10-QUESTION ATTITUDE SURVEY

1. Do the terms ‘Corporate Social and Environmental
Responsibility’ or ‘Corporate Citizenship’ mean anything to
you? If so, what? What relevance do they have for your
company?

2. What do you think the social responsibility of your company is /

should be? Do you think you are fulfilling it? Is there a need for
greater awareness of these issues?

3. What do you think the environmental responsibility of your

company is / should be? Do you think you are fulfilling it? Is
there a need for greater awareness of these issues?

4. Who are the company’s main ‘stakeholders’ - i.e. people it should

be accountable to? Please list according to importance (1 = most
important, 9 = least important).

Employers …..
Employees …..
Unions …..
Shareholders …..
Customers …..
Investors (banks etc.) …..
Regulators (govt. authorities, etc.) …..
Community …..
Other/s (please specify) …..

5. Have attitudes to broader social & environmental responsibility

issues changed in the past few years? If so, why? What are the
main factors driving this change? Please list according to
importance (1 = most important, 9 = least important).

Commercial pressures …..

Rising international standards …..
Rising domestic standards …..
Domestic regulation …..
Increasing awareness …..
Reputation …..
Public Opinion …..

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
 33

Community group pressure …..

Other/ s …..

6. What are/ should be the characteristics of a successful modern

Indian company?

7. Are these characteristics related to a company’s social and

environmental performance?

8. What are the obstacles to improving this performance or

becoming a successful company in India? How can they be
overcome?

9. Which are the model companies in your sector - in India and/ or

internationally - and why?

10. Which businesspersons - in India and / or internationally - do

you admire most and why?

Any other comments?

Thank you very much for your time and co-operation.

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
Corporate Social Responsibility: Perceptions of Indian Business,
Centre for Social Markets, July 2001
 Centre for Social Markets
United Kingdom office India office
38 Decima Street 15, Stephen Court
London, SE1 4QQ 18/A Park Street, Calcutta – 700 071
Tel: +44-20-7407 7625 Tel: +91-33-229 4537
Fax: +44-20-7407 7082 Fax: +91-33-229 0647

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001
 This report has been published with the generous
support of the Ethnic Minority Foundation
(www.emf-cemvo.co.uk)

The Centre for Social Markets (CSM) is an independent non-profit

organization, with offices in India and the UK, dedicated to making markets work
for the triple bottom line - people, planet and profit. We promote leadership for
responsible entrepreneurship and accountability in commercial and public life.
Our key target groups include business, investors, workers, consumers and
legislators, particularly in developing and transition countries. CSM is a values-
based organisation committed to sustainable development and human rights. We
provide a variety of on-line/ on-site awareness-raising, educational and technical
referral services; conduct research; promote innovation and partnerships; and
engage in advocacy for corporate citizenship at major fora.

www.csmworld.org
email: info@csmworld.org

Corporate Social Responsibility: Perceptions of Indian Business,

Centre for Social Markets, July 2001